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Id

Priority

Title

Details

1.1

1

Provide user training

User training is critical to the goal of self-sufficiency. It requires expenditure of both time and money on the part of technology staff and user departments. It requires much thought in the development of training programs to ensure the right content is targeted to the right people at the right time. It requires continual feedback to ensure that on-going training remains current in light of changing work processes

Start Date:

04/01/2010

End Date:

04/01/2012

Responsible Person:

Carol Hannon

Strategic Direction:

None

Impact Type:

-- Pick One --

Goal

1 - Self Sufficient User Community

Users who are self sufficient and knowledgeable about all ERP apps DCS supports and provides.

Priority Rank:

1

Actions/Activities

1.1.a1 - Develop and deliver training programs

Training will cover major aspects of Datatel, ImageNow, SARS and related systems the group supports. Various training classes will be delivered throughout the year on a schedule as set forth by the group or as needed by the user community. A list of critical training needs will be maintained by the group and classes will then be developed, scheduled, and provided periodically for each need. Classes may be taught using in-person or web-based lecture/lab experiences or provided as a web-based rich media experience (video/flash/etc).

Start Date:

01/01/2010

End Date:

04/01/2012

Responsible Person:

All staff

1.1.a2 - Develop training skills

In order to effectively train others a trainer must develop a basic skill set in teaching modalities and delivery techniques. This is an on-going process requiring a trainer to grow and become better with time and each training engagement.

Start Date:

04/01/2010

End Date:

04/01/2012

Responsible Person:

All Trainers

1.1.a3 - Build a training classroom

DCS must build workable classroom environments for small-to-medium class groups that can be available at each supported work site (Valley, Crafton, District and Annex). Most current labs and classrooms at college campuses are not suitable presently because they are on a sub-network that denies access to ERP systems. In addition, ERP client programs are not loaded on these PCs due to security concerns. District and Annex office space generally does not lend itself well to classroom teaching and, if it does, does not contains required technology such as PCs or laptops. DCS should maintain a set of laptops and related technology configured for use as a roving classroom. Physical training space has been requested in a new proposed building to be ready in 3-5 years.

Start Date:

07/01/2010

End Date:

04/01/2015

Responsible Person:

Everett Garnick

1.1.a4 - Deliver video capability

Software - Camtasia or Captivate (sufficient licenses, updated version): In order to deliver video capability, the technology must be available and usable. We currently have one copy of Camtasia and Captiva. For training purposes a camcorder with accessories is also needed. In addition, the training developers must be trained to use the technology.

Start Date:

07/01/2010

End Date:

06/30/2012

Responsible Person:

Everett Garnick

1.1.a5 - Training development

Time must be set aside to ensure that training is developed well. Trainers must be given time to dedicate to, and focus on, this activity

Start Date:

03/01/2010

End Date:

04/01/2012

Responsible Person:

All staff

1.1.a6 - Develop other user training resources

Other training opportunities for users need to be explored including, but not limited to: training from vendors, training from external peer groups (other colleges using the software), trainig from power users (within departments), user group conferences, internal campus peer groups, and on-line forums and list-serves.

Start Date:

04/01/2010

End Date:

04/01/2012

Responsible Person:

All

Resource Requests

1.1.r1 - Class setup

Description

Need moveable classroom infrastructure to allow for setting up classes in various venues. This should consist of a switch with at least 16 ports, 15 laptops loaded with all the current administrative and office productivity software, and some form of container system suitable for protecting the hardware. Alternatively, this could be a set of virtual desktops and monitors with a switch that can be set up to a host server for the virtual PCs.

Rationale

In order to satisfy the need for providing training at different sites, for different class sizes, and to ensure people are away from their desks, a movable classroom infrastructure is needed that can be set up in available spaces and take advantage of wireless networking technologies, or single-connect hardwired network outlets where ever they are. Need is for 15 laptops, a switch, and a printer.

Resource Type:

One-time

Expenditure Category:

Equipment

First Year Cost/Savings:

$25,000.00/$0.00

Details

3.1

1

Reclass UL Position

Working with HR, the job, title and compensation for the UL class needs to be reviewed and adjusted to meet current operational necessities.

Start Date:

07/01/2011

End Date:

12/31/2011

Responsible Person:

Everett Garnick & HR

Strategic Direction:

None

Impact Type:

-- Pick One --

Goal

3 - Employee Maintenance

This goal relates to the maintenance of employee job satisfaction, ability to perform job functions, and overall departmental operations efficiencies.

Priority Rank:

1

Details

2.3

1

Staff development

Staff, both technical and user, must be trained, to understand, work with, and accept the structures surrounding standardization of project management processes.

Start Date:

07/01/2010

End Date:

04/01/2012

Responsible Person:

Everett Garnick

Strategic Direction:

None

Impact Type:

-- Pick One --

Goal

2 - Quality, timely and accurate project implementation

Because most processes in business today interact in significant ways with technology, delays in implementing new systems, or systems updates, can have major negative impacts on employees' ability to perform work, or the District's ability to meet mandated requirements. Since technology projects make these updates available and project management is the control mechanism to ensure projects are done well and efficiently, lack of a structured management process generally will equate to poorly done and implemented projects. Thus, this goal requires an underlying project management structure with staff trained in its use and in the toolsets needed to meet project goals and milestones

Priority Rank:

2

Actions/Activities

2.3.a1 - Find staff training funding sources

Work to find and establish staff training funding sources to allow for funding training for both technical staff and users.

Start Date:

07/01/2010

End Date:

04/01/2012

Responsible Person:

Everett Garnick

2.3.a2 - Staff investment

Find ways to get staff (technical and users) invested in the processes. This may be achieved through querying individual users, committees, departments, or other user groups

Start Date:

07/01/2010

End Date:

04/01/2012

Responsible Person:

All

Details

2.1

2

Implement structured project management

A standardized project management approach to project implementations ensures that all projects are approached, controlled, and implemented the same way. This allows you to manage expectations, communicate effectively, and complete work with a high degree of accuracy. Implementing a standard methodology would ensure the campuses are involved when necessary and are prepared up-front for that involvement.

Start Date:

04/01/2010

End Date:

04/01/2012

Responsible Person:

Everett Garnick

Strategic Direction:

None

Impact Type:

-- Pick One --

Goal

2 - Quality, timely and accurate project implementation

Because most processes in business today interact in significant ways with technology, delays in implementing new systems, or systems updates, can have major negative impacts on employees' ability to perform work, or the District's ability to meet mandated requirements. Since technology projects make these updates available and project management is the control mechanism to ensure projects are done well and efficiently, lack of a structured management process generally will equate to poorly done and implemented projects. Thus, this goal requires an underlying project management structure with staff trained in its use and in the toolsets needed to meet project goals and milestones

Priority Rank:

2

Actions/Activities

2.1.a1 - Project documentation

Define, build and continuously improve a standardized set of documents to be used for project management including, but not limited to: scope, specifications, risk management, change management, startup and shutdown checklists, resource requirements, milestone definitions, etc.

Start Date:

07/01/2011

End Date:

07/01/2012

Responsible Person:

Everett Garnick

2.1.a2 - Methodology definition

Define and document methodology to be used.

Start Date:

04/01/2010

End Date:

12/31/2011

Responsible Person:

Everett Garnick

2.1.a3 - Implementation

Implement the new methodology as a project itself using the project life cycle approach (define, plan, implement, maintain). This requires refinement and/or redefinition of parts and pieces over the life of the project management process.

Start Date:

09/01/2010

End Date:

04/01/2012

Responsible Person:

Everett Garnick

Details

1.3

2

Publicize provided opportunities

Systems users need to be advised of new and updated systems so they know what is available for use. Training and documentation is useful only after users know things are available and that they might be affected.

Start Date:

05/01/2010

End Date:

04/01/2012

Responsible Person:

Everett Garnick

Strategic Direction:

None

Impact Type:

-- Pick One --

Goal

1 - Self Sufficient User Community

Users who are self sufficient and knowledgeable about all ERP apps DCS supports and provides.

Priority Rank:

1

Actions/Activities

1.3.a1 - Newsletter

Develop and publish a periodic newsletter containing published content as well as links to web-based content that describes what DCS is doing. This information should be submitted by all DCS staff for compilation and publishing via email and the web.

Start Date:

06/01/2010

End Date:

04/01/2012

Responsible Person:

Everett Garnick

1.3.a2 - Maintain website

The DCS website should contain current content and links that help users do their jobs effectively and keeps them abreast of work that DCS does to assist them to that end. Maintaining currency and quality of information is critical in the support of employees at all sites.

Start Date:

05/01/2010

End Date:

04/01/2012

Responsible Person:

Everett Garnick

Details

1.2

3

Provide current documentation

User and technical documentation together provide a solid foundation for support and an on-going reference to assist in the learning process after classroom instruction. However, to be usable, documentation must remain current and must be readable. Standardization of documentation formats is recommended to ensure ease of use.

Start Date:

04/01/2010

End Date:

04/01/2012

Responsible Person:

User Liaisons

Strategic Direction:

None

Impact Type:

-- Pick One --

Goal

1 - Self Sufficient User Community

Users who are self sufficient and knowledgeable about all ERP apps DCS supports and provides.

Priority Rank:

1

Actions/Activities

1.2.a1 - Standardize format

Before developing and updating documentation a standardized format should be developed.

Start Date:

07/01/2011

End Date:

09/30/2011

Responsible Person:

User Liaisons

1.2.a2 - Clean up old documentation

Existing documentation is mostly out of date and not well suited to use in current environments. All existing documentation should be quarantined. Each document can then be reviewed, updated, and placed back into service as time permits. This can only be done with help from the user community.

Start Date:

06/02/2010

End Date:

04/01/2012

Responsible Person:

All

1.2.a3 - Web services

Use wikis to provide procedural documentation. Wikis provide more opportunity for collaboration in maintaining process steps than does other types of documentation. In addition, use web services such as Sharepoint to provide a single portal experience for access to diverse document resources.

Start Date:

04/01/2010

End Date:

04/01/2012

Responsible Person:

Everett Garnick

1.2.a4 - Evaluate new technologies to deliver documentation

New technologies are introduced periodically to enhance the learning experience and many involve documentation. These technologies consume resources just for the evaluation process and then more resources for implementation and use if they are selected. However, this is a critical component of currency in technology and support services that can help ensure the colleges are successful in their missions. Identification of these technologies should be open to all and evaluation and selection done by cross-functional and cross-campus teams or committees.

Start Date:

04/01/2010

End Date:

04/01/2012

Responsible Person:

All

1.2.a5 - Incentivize use of documentation

Provide incentives to users to use documentation provided and to report updates needed.

Start Date:

04/01/2010

End Date:

04/01/2012

Responsible Person:

User Liaisons

1.2.a6 - Explore the feasibility of obtain additional resources

Current staff has limited time and energy to devote to document maintenance and management. Possible options include approving overtime for current staff, contract sourcing document maintenance, or hiring additional staff. This is a resource management activity.

Start Date:

07/01/2010

End Date:

04/01/2012

Responsible Person:

Everett Garnick

Resource Requests

1.2.r1 - Documentation Specialist

Description

Hire a documentation writer

Rationale

Whatever technology is utilized, documentation must be developed and maintained. Standards must be developed and enforced. Creation of some sort of documentation is easy enough. However, managing that documentation and maintaining its currency is, and has always been, extremely difficult if not impossible without someone focused on that task. There currently is no body.

Resource Type:

Ongoing

Expenditure Category:

Personnel

First Year Cost/Savings:

$40,000.00/$0.00

Second Year Cost/Savings:

$40,000.00/$0.00

Third Year Cost/Savings:

$40,000.00/$0.00

Details

2.2

3

Assistive technology

Obtain, implement, and train on assistive technologies in support of a structured project management methodology. Note: a methodology can be put in place using available tools but assistive technologies will build collaboration and capability.

Start Date:

09/01/2010

End Date:

04/01/2012

Responsible Person:

Everett Garnick

Strategic Direction:

None

Impact Type:

-- Pick One --

Goal

2 - Quality, timely and accurate project implementation

Because most processes in business today interact in significant ways with technology, delays in implementing new systems, or systems updates, can have major negative impacts on employees' ability to perform work, or the District's ability to meet mandated requirements. Since technology projects make these updates available and project management is the control mechanism to ensure projects are done well and efficiently, lack of a structured management process generally will equate to poorly done and implemented projects. Thus, this goal requires an underlying project management structure with staff trained in its use and in the toolsets needed to meet project goals and milestones

Priority Rank:

2

Actions/Activities

2.2.a1 - MS Project server

Implementing Microsoft project server will make the project lifecycle a more collaborative effort through use of technologies that do not currently exist within the District.

Start Date:

01/01/2011

End Date:

09/01/2011

Responsible Person:

Everett Garnick

2.2.a2 - Project management software

Converting to a professional project management software package could improve the collaboration between DCS staff and users as well as assist in tying disparate processes together more tightly. This activity would search for, evaluate, and implement a system if one can be found.

Start Date:

07/01/2010

End Date:

04/01/2012

Responsible Person:

DETS Administrative Applications Committee

Resource Requests

2.2.r1 - Project Database

Description

Purchase commercial project managment software and eliminate custom written access database (Tenrox preferred). This will allow for fully collaborative management of all projects including linkages with MS project server for planning of individual projects.

Rationale

This would eliminate a custom application, provide greater functionality, and allow greater access with more security to the projects database.

Resource Type:

One-time

Expenditure Category:

Software

First Year Cost/Savings:

$350.00/$0.00

Details

1.4

4

Permissions maintenance

Datatel system users must be provided proper access to the system to be able to effectively do their jobs. It is not always easy for users to know what is needed or what is available so users have, in the past, been given to much access. In some cases users do not have enough access to perform functions they need to perform and are, therefore, crippled.

Start Date:

09/01/2011

End Date:

06/30/2012

Responsible Person:

User Liaisons

Strategic Direction:

None

Impact Type:

-- Pick One --

Goal

1 - Self Sufficient User Community

Users who are self sufficient and knowledgeable about all ERP apps DCS supports and provides.

Priority Rank:

1

Actions/Activities

1.4.a1 - Re-Vamp permissions

DCS must re-vamp the permissions granting process, as well as the current permissions classes, to ensure this does not continue to be a problem.